china speaking series - talent and accelerated development guangzhou march 2009
TRANSCRIPT
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Accelerating the Development of Emerging Leaders
Best of Talent Management SummitGuangzhou, China
March 2009
Dr. Karen Steadman Dr. Dirk Baxter
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Objectives of the Session
► Evaluate business case for early investment in leadership
► Understand work and life trends for today’s emerging leaders
► Review methods, examples, and case studies for accelerating development
► Discuss full client case study – Schick an Energizer Company
Ms. Amy Cheung
INVESTING EARLY IN LEADERSHIP
Business Case
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Life is Accelerating
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Timeline to Acceptance is Accelerating
Year item of service is introduced
Facebook (2004)
IPod (2001)
Cellphone (1983)
Television (1928)
Telephone (1876)
Year reached 150 million users worldwide
2009
2008
1997
1966
1965
5Portio Research as cited in Fortune Magazine (p. 54;
March 2, 2009)
5 years
7 years
14 years
38 years
89 years
Timeline to Obsolescence is Accelerating
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GNU Open Source Documentation
Power of Time – Investing Early in Leadership Produces Returns Over the Long Term
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www.betterexplained.com
Power of Time - Leadership Applied Well Produces Dividends over Time
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“Bridging China’s Talent Gap”
Positive qualities of educated Chinese workers
► Young, bright, urban.
► Recently educated at university.
► Eager to work for multinationals or for top domestic companies.
► Hard working, ambitious and dedicated.
Common Problems
► Foreign-language skills, especially spoken English.
► Education often too theoretical rather than practical.
► Inexperienced, but expect good salaries and rapid advancement.
► Frequent job-hopping (with annual talent turnover in some companies 10-30%.)
9Source: Bridging China's Talent GapExecutive Action No. 221, The Conference Board February 21, 2007
Rapid Acceleration
• Leaders need to learn and produce more quickly than ever before
Power of time
• Early investment allows opportunity to reinvest leadership dividends back into company
Widening gap
• Emerging markets will require large numbers of leaders to match rapid economic growth
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TRENDSAccelerating the Development of Emerging Leaders
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Adaptation to Accelerated Pace of Life
► Transience
Geographies
Modular vs. Permanent
►Novelty
Science
Experience
►Diversity
Rise of subcultures
Change in relationships ► Alvin Toffler
Future Shock (1970). Bantam Books
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Blending of Work and Life Trends
► Intense
► Experiential
►Connected
►Meaningful
► Visible
►Modular
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Corporate EcoChallenges
METHODS AND EXAMPLESAccelerating the Development of Emerging Leaders
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Sabbaticals
$400 million
annual
revenues
Increasing
presence in
Asia
> 100 year old
privately held
company
Manufacturing
Industry
“Diversifying employees’ exposure to the whole enterprise (while they cover the work of someone on sabbatical) is the reward. We identify high potentials
and invest in them … sabbaticals have to be a key element of that.”
Chief Financial Officer, Manufacturingyoursabbatical.com
Action Learning Projects“Working on the Business”Collaboration
► Senior leaders sponsor and support
► Opportunity to mix leaders across function and location
► Projects tied to business outcomes
Reduced cost
Strategy
Opening new markets or launching new products
Six sigma
Healthy Competition
► Opportunity for teams to compete globally
► Each individual can be provided a leadership challenge
► Selection for impact on the actual business
► High visibility presentations
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Job Shadowing
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► Structured participation in “a day in the life” of someone else
► Opportunities
Level of seniority
Lines of the business
Geography
Field vs. corporate
Front office vs. back office
“I require all of my new leaders to spend time in the field with agents who are handling cases after a storm. They need to pass out water, help a customer fill out papers after their house has been lost. A new VP in my organization has to
know who it is that they are really working for.”Head of Operations, Insurance
Reverse Mentoring
What is Reverse Mentoring?
What are the unique benefits?
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“She’s my mentor” – 55 yr old
“No, she’s my mentor” – 24 yr old
LA Times, March 6, 2009
Simulation
Real people,
real environment,
simulated situation
Real people,
simulated environment,
simulated situation
Simulated people,
simulated environment,
simulated situation
Continuum of “simulated reality”
VirtualLive Created
Interaction with a coach who
provides ratings and immediate
feedback
Management games or business
simulators
Online environments pairing teams
vying for resources
QUESTION AND ANSWER PERIOD
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Mixed Industry –Small Group Presentations
How is your organization developing emerging leaders? Describe programs.
What are some of the challenges you face with this group of leaders? Are they different than other groups? Describe examples.
What questions do you have for the expert panel?
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